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Strategic orientations, marketing capabilities and radical innovation launch success

Dale A. Cake (Department of Marketing, Jacksonville University, Jacksonville, Florida, USA)
Vikas Agrawal (Jacksonville University, Jacksonville, Florida, USA)
George Gresham (Jacksonville University, Jacksonville, Florida, USA)
Douglas Johansen (Jacksonville University, Jacksonville, Florida, USA)
Anthony Di Benedetto (Temple University, Philadelphia, Pennsylvania, USA)

Journal of Business & Industrial Marketing

ISSN: 0885-8624

Article publication date: 25 February 2020

Issue publication date: 15 December 2020

1500

Abstract

Purpose

The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other, with radical innovation launch marketing capabilities and the subsequent effect on radical innovation launch success. It will provide practitioners with best practices and add to current marketing theory.

Design/methodology/approach

An online survey was done, resulting in a usable sample of 176 radical innovation launch practitioners from a cross-section of US companies, namely, small to large, business-to-business and business-to-consumer firms offering a variety of products and services. A partial least squares structural equation modeling technique was used to test construct relationships and the effect on each other.

Findings

An organizational learning orientation has a direct effect on the market and entrepreneurial orientations. Learning and marketing orientations are critical links to having radical innovation launch marketing capabilities. While an entrepreneurial orientation has a direct effect on radical innovation launch success, proper, dynamic marketing capabilities are a significant driver. Over 40% of the variance in radical innovation launch success is directly or indirectly affected by the three studied strategic orientations and radical innovation launch marketing capabilities.

Research limitations/implications

This study was conducted only in the USA. A cross-cultural study could be undertaken. Type and size of firm, type of external environment, radical innovation department structure, transformational leadership strength and competitive intensity effect could be studied. New, up-to-date adaptable marketing capabilities should be researched and validated.

Practical implications

For radical innovation launch success, it is critical that a firm develop the market, entrepreneurial and learning orientations and have specific, dynamic marketing capabilities in place. Existing managers should be trained, or new talent hired, to give the firm the capability to develop unique, radical innovation launch strategic, brand identity and new target market plans, to select and manage new downstream partners, and to have quick, customer launch feedback mechanisms in place.

Originality/value

An empirical study of the effect of all three strategic orientations on radical innovation launch marketing capabilities and subsequent radical innovation launch success has not been previously addressed.

Keywords

Citation

Cake, D.A., Agrawal, V., Gresham, G., Johansen, D. and Di Benedetto, A. (2020), "Strategic orientations, marketing capabilities and radical innovation launch success", Journal of Business & Industrial Marketing, Vol. 35 No. 10, pp. 1527-1537. https://doi.org/10.1108/JBIM-02-2019-0068

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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